Leadership for overcoming the crisis situation after the Great East Japan Earthquake Ayako Mashimo 1 , Minako Sasaki 2 , Kuniharu Takahashi 3 , Akiko Tanaka 4 Keyword: 東日本大震災 , 危機的状況 , リーダーシップ , Great East Japan Earthquake , critical condition , leadership pp.28-38
Published Date 2018/5/31
DOI https://doi.org/10.11477/mf.7008200485
  • Abstract
  • Reference

 This qualitative inductive study aimed to elucidate actions taken by leaders to overcome crisis situations in their organizations in the year after the 2011 Great East Japan Earthquake. Between September 2012 and March 2013, 30- to 60-minute semi-structured interviews were conducted, according to interview guidelines, with department leaders and staff of medical institutions that successfully recovered from damage caused by the earthquake. Careful analysis of words, phrases, and contexts in a verbatim transcript generated from interview data extracted eight categories: “Having beliefs and a sense of responsibility about managing situations during a crisis (i.e., disaster),” “establishing a strategy to avert crisis situations after a disaster,” “setting clear goals and issuing instructions and orders to overcome crisis situations,” “making arrangements based on the predicted scale of disaster,” “transferring authority to the frontlines and acting autonomously to save lives,” “providing information effectively to fulfill needs and avoid confusion,” “coordinating with multiple organizations and professionals in other fields and persuading frustrated evacuees individually,” and “being compassionate and providing long-term psychological support to colleagues and junior staff who became mentally unstable.” These findings suggest that to foster leaders who can manage crisis situations, it is essential to raise awareness about crises and train people to act autonomously even under normal circumstances.

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電子版ISSN 印刷版ISSN 1345-0204 日本災害看護学会